The document discusses the concept of 80/20 leadership and focusing on what truly matters. It advocates applying the 80/20 principle to identify the few most important customers, products, team members, goals and activities that drive the majority of results. It encourages leaders to simplify their efforts, invest in their top talent, and focus laser-like on their core purpose and strengths. The overall message is that great leaders achieve disproportionate success by stripping away everything irrelevant and honing in on the vital few things that have outsized impact.
Culture Feasts on Innovation: Here's What you Can Do About ItReuven Gorsht
You can have the best talent, best ideas, best processes, abundance of cash.
If your culture does not align, being successful with innovating starts looking as if it’s a matter of luck.
Get your team into flow with talent dynamicsMike Lowe
Flow is a mental state researched and described by psychologist Mihaly Csikszentmihalyi and many others as being the state of optimal performance, when the whole person is fully engaged in their work without distractions or inner conflict.
Talent Dynamics is a system based on the I-Ching, designed to help get individuals and organisations more into their flow. It includes a strengths-based profiling tool. One of the conditions required for flow in the workplace is a close alignment between a person's natural skills and abilities and the role they are in. People who regularly attain flow in their work report high levels of personal satisfaction and happiness as well as extraordinary productivity. These people can be trusted to deliver because they are working from their strengths.
Culture Summit 2015 - How to Understand and Improve Company Culture with Hite...Culture Summit
Your company culture isn't something you can control. Culture already exists in your company and the best you can do is help shape it. In this talk, you'll learn how to understand and improve company culture to help you reach your business goals.
To view this talk and learn more please visit http://www.culturesummit.co
All The Difference - Stuff Learned From Smart People - MSTA New ProfessionalsTim Miles
What defining characteristics and common threads have I observed from the best people I've met in business, non-profit, academia, and the ministry over the last two decades? These things.
20070405 How To Be Effective - Part 1 40s Nuclear Fuel Complex Off...viswanadham vangapally
This presentation is the first part of a set of two, explaining the importance and the need for being effective in the discharge of their duties, to the officers of Nuclear Fuel Complex, Hyderabad.
11 Ways to be Seen as a Leader at Work (Even if it's not in Your Title)GetSmarter
getsmarter.co.za
Forget your job title for a moment: effective leadership is not about position - it's about perception.
Here are 11 ways to build your reputation as the kind of leader others want to follow.
Working with People from Other Cultures
- Communication in Virtual Teams
- Your Remote Workspace
- Trust in Virtual Teams
Working with People from Different Cultures
Leadership in Virtual Teams
Design and Power: A Political Playbook for Creative Leaders berkun
Even with a seat at the table decisions in organizations hinge on two factors 1) who at the table has the most power? and 2) how can they be influenced? Designers and creatives notoriously overlook how their lack of political acumen cripples their ability to make good things happen. But fear not: this fast-paced talk based centers on the critical situations and the wise plays a leader can use to turn things around.
Culture Summit 2015 - Culture By Design with Didier Elzinga CEO of Culture Amp.Culture Summit
Every company says that culture is important; some even believe it. An even smaller group actually deliver a culture that truly comes first. Why build a culture-first company and what does the blueprint for one look like? Didier Elzinga shares what role data has in building a strong company culture.
To view this talk and learn more please visit http://www.culturesummit.co
This presentation it is a follow up to the BCP that was submitted previously and this report summarizes key behaviors, competencies and performance indicators for each TLP over one month in AIESEC Kolkata.
Submitted by:
Kanav - LCVP Talent Management
AIESEC in Kolkata
Culture Feasts on Innovation: Here's What you Can Do About ItReuven Gorsht
You can have the best talent, best ideas, best processes, abundance of cash.
If your culture does not align, being successful with innovating starts looking as if it’s a matter of luck.
Get your team into flow with talent dynamicsMike Lowe
Flow is a mental state researched and described by psychologist Mihaly Csikszentmihalyi and many others as being the state of optimal performance, when the whole person is fully engaged in their work without distractions or inner conflict.
Talent Dynamics is a system based on the I-Ching, designed to help get individuals and organisations more into their flow. It includes a strengths-based profiling tool. One of the conditions required for flow in the workplace is a close alignment between a person's natural skills and abilities and the role they are in. People who regularly attain flow in their work report high levels of personal satisfaction and happiness as well as extraordinary productivity. These people can be trusted to deliver because they are working from their strengths.
Culture Summit 2015 - How to Understand and Improve Company Culture with Hite...Culture Summit
Your company culture isn't something you can control. Culture already exists in your company and the best you can do is help shape it. In this talk, you'll learn how to understand and improve company culture to help you reach your business goals.
To view this talk and learn more please visit http://www.culturesummit.co
All The Difference - Stuff Learned From Smart People - MSTA New ProfessionalsTim Miles
What defining characteristics and common threads have I observed from the best people I've met in business, non-profit, academia, and the ministry over the last two decades? These things.
20070405 How To Be Effective - Part 1 40s Nuclear Fuel Complex Off...viswanadham vangapally
This presentation is the first part of a set of two, explaining the importance and the need for being effective in the discharge of their duties, to the officers of Nuclear Fuel Complex, Hyderabad.
11 Ways to be Seen as a Leader at Work (Even if it's not in Your Title)GetSmarter
getsmarter.co.za
Forget your job title for a moment: effective leadership is not about position - it's about perception.
Here are 11 ways to build your reputation as the kind of leader others want to follow.
Working with People from Other Cultures
- Communication in Virtual Teams
- Your Remote Workspace
- Trust in Virtual Teams
Working with People from Different Cultures
Leadership in Virtual Teams
Design and Power: A Political Playbook for Creative Leaders berkun
Even with a seat at the table decisions in organizations hinge on two factors 1) who at the table has the most power? and 2) how can they be influenced? Designers and creatives notoriously overlook how their lack of political acumen cripples their ability to make good things happen. But fear not: this fast-paced talk based centers on the critical situations and the wise plays a leader can use to turn things around.
Culture Summit 2015 - Culture By Design with Didier Elzinga CEO of Culture Amp.Culture Summit
Every company says that culture is important; some even believe it. An even smaller group actually deliver a culture that truly comes first. Why build a culture-first company and what does the blueprint for one look like? Didier Elzinga shares what role data has in building a strong company culture.
To view this talk and learn more please visit http://www.culturesummit.co
This presentation it is a follow up to the BCP that was submitted previously and this report summarizes key behaviors, competencies and performance indicators for each TLP over one month in AIESEC Kolkata.
Submitted by:
Kanav - LCVP Talent Management
AIESEC in Kolkata
Jean-Guy (JG) Francoeur is the co-author of MESSY Manager, and three other books. Jean-Guy was featured on the Success Today TV Show and has written hundreds of articles for international business publications and also speaks to large groups and conventions with other bestselling authors and business experts. You can keep up with him through his website: http://www.jgfmarketing.com or http://www.facebook.com/jgfmarketing or http://www.twitter.com/jgfmarketing
Our money-making formula: We do 5 things: Generate Traffic (a lot of eye balls), Capture Leads (build a database so you can market to them long-term), Qualify prospects (eliminate tire kickers so people you talk to are ready, willing and able to buy), Convert Sales (money for you in your bank!) and Nurture (create long-term customers who give you raving review and generate a massive amount of referrals)
Our money-making formula: We do 5 things: Generate Traffic (a lot of eye balls), Capture Leads (build a database so you can market to them long-term), Qualify prospects (eliminate tire kickers so people you talk to are ready, willing and able to buy), Convert Sales (money for you in your bank!) and Nurture (create long-term customers who give you raving review and generate a massive amount of referrals)
As a startup founder, you probably don’t want to hear this. But if you want to accomplish wonders, you must: 9 out of every 10 startups fail. It’s not the product and not even the distribution where things tend to go sour most of the time. It’s the inner workings of your organization. To succeed, you must hack your culture with as much dedication as you pour into your products. To help you get started, we facilitate 37 hour culture hackathons. They are fun, high-energy and high-paced culture-prototyping sessions where your team develops a blueprint of a culture you need to succeed.
Contact hello@corporatespring.com for availability and prices.
Dell Trade Secrets - How to make a great first impressionKrishna De
A collection of tips from some of the people who participated in the Dell Trade Secrets campaign sharing tips about how to make a great first impression.
Find Dell on SlideShare - http://www.slideshare.net/dell and http://www.slideshare.net/dellsocialmedia
Find Dell on Facebook - http://www.facebook.com/dellsocialmedia and http://www.facebook.com/DellBusiness
People 2.0: Working in a 2.0 World. Talk given at "Make The Most Of What You Know" conference run by the Intellectual Assets Centre in Edinburgh 1st December 2009.
Now is a time for leaders to remind yourselves of what your people need you to do, and to pause and think about what type of leader you need to ‘be’ for others. We won’t have all the answers, and silence isn’t an effective response. We need to meet people where they are and understand their concerns, and we want them to stay adaptable and focused as our ways of working and the work itself changes.
“Leading in a Time of Crisis,” part 1 of Korn Ferry’s Leading Through and Beyond COVID-19 series. Presenters: Dennis Baltzley, Madeline Dessing and Steve Newhall.
For more information, visit https://kornferry.com/challenges/coronavirus.
This presentation was given in February 2015 to a group of entrepreneurs in the Midwest. It covers five steps for rising above the noise and making your brand more meaningful.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Senior Project and Engineering Leader Jim Smith.pdf
The Art of Getting the Results You Want - EBs JNC2014
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The art of
getting things done!
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/
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The art of GETTING
THE RESULTS YOU WANT!
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Some initial and powerful
considerations
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Focusing on what truly matters!
Most leaders focus on inputs rather than outputs...
They should be looking at results!
What produces the best results?
d
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Focusing on what truly matters!
Most great results are achieved through relatively
little action and energy!...
Leaders tend to look at averages,
not outliers and extremes.
Yet, these are what truly matter!
Q
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Are you overwhelmed?
Do you find that?
Does everything piles up in your inbox?
Do you struggle to inish your to do lists?
Do you feel you are always falling behind?
It doesn’t have to be that way!
Q
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The (not-so-secret) weapon
Pareto 80/20
A small number of events give raise to the
majority of events.
Most consequences come from few causes.
The great majority of outputs come from a small
minority of inputs.
Very few things matter at all!
O
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The (not-so-secret) weapon
Very few things matter at all!
But those that matter;
they do matter enormously!
What if we identify them?
O
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The (not-so-secret) weapon
This is a principle!
O
This is NOT a theory...
Nobody dreamed it up...
It came from pure observation!
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The (not-so-secret) weapon
It help us Reduce the noise!
O
The principle allows us to...
focus on the good causes,
root out the bad ones, and
forget the mass of irrelevant!
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The (not-so-secret) weapon
And yet, that’s not true!
O
If it’s so simple...
We expect the world to be
balanced – we consider that
fair play...
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Enough introduction...
Let’s get to business!
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Warning before we start
This is not a popularity contest!
P
The content might hurt sensitivities...
Some of the questions that will be
asked and thoughts that will be
required from you might initially
make you uncomfortable...
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APPROACHES to be an
80/20 leader
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ACHIEVEMENT, AND THEREFORE
SUCCESS, IN ANY FIELD
GOES DISPROPORTIONATELY
TO THE FEW...
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ONE GOOD LEADER MAY BE HARD TO
DISTINGUISH FROM ANOTHER;
BUT A GREAT LEADER IS
TOTALLY DISTINCTIVE!
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WHAT IS IT THAT DISTINGUISHES THESE
GREAT LEADERS?
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LASER-LIKE-FOCUS
APPROACH TO WHAT
TRULY MATTERS!
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1. The market APPROACH
The answer is always yes!
R
The Simple Fact...
Are a few products or
customers super-profitable?
When identifying them you can also sort out
the disastrous ones!
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1. The market APPROACH
how much impact do they have?
R
Customers:
Who are your core customers and what
makes them diferent from the rest?
Who are your biggest problematic
customers?
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1. The market APPROACH
how much impact do they have?
R
Products:
Which products bring the best results?
Which products suck your resources and do
not bring relevant results?
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1. The market APPROACH
Are your 20% aligned with
your reason to exist?
N
The Key Question:
What’s the core of what you do?
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THE
MARKETAPPROACH
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1
OPEN
CONVERSATION
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2. The people APPROACH
Make it personal, very personal!
R
The Simple Fact...
Where your knowledge to do
your job comes from?
After all,
everybody takes it personal!
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2. The people APPROACH
And generally they are not!
R
How are you appointing your TLs?
Most leaders get the job they are doing now
because they did their last job well... That
doesn’t mean they will be good leaders.
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2. The people APPROACH
how much impact do they have?
R
TLPs:
Who are your core TLPs and what makes
them diferent from the rest?
Who are your most problematic TLPs?
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2. The people APPROACH
Who will you invest in?
The Key Questions:
Are you willing to invest in your people?
How will you quantify that investment?
N
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THE
PEOPLEAPPROACH
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2
OPEN
CONVERSATION
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THE
SIMPLIFYINGAPPROACH
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3
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3. The SIMPLIFYING APPROACH
If not, you are screwed!
R
The Simple Fact...
Are you making of
simplification your core task?
After all, everything is complex.
We are the ones who turn things complicated!
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Where are you focusing efforts?
R
Face The Truth:
Are you extremely good at a bunch of
irrelevant stuf and mediocre at what truly
matters to your purpose?
3. The SIMPLIFYING APPROACH
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Where are you focusing efforts?
R
Face The Truth:
Are you deviating from your core
customers and products as well as from
your core identity?
3. The SIMPLIFYING APPROACH
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Are they easy to keep in mind?
R
Simplify Your Goals:
What are your key goals? How do they
translate into your purpose and impact?
3. The SIMPLIFYING APPROACH
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How is that sustainable?
R
Be Aware Of Your Timeline:
Are you trying to accomplish everything in
one year?
3. The SIMPLIFYING APPROACH
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There is your simple focus!
The Key Question:
What is your core contribution as an
Executive Body to your LC during your
term?
3. The SIMPLIFYING APPROACH
N
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THE
SIMPLIFYINGAPPROACH
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3
OPEN
CONVERSATION
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4. The MEANING APPROACH
If not, why are you doing it?
R
The Simple Fact...
Is what you are doing adding
meaning to your life?
After all,
we become what we do!
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Are you avoiding the important?
R
Be Incredibly Selective:
Are you truly choosing what to do based on
the purpose that it has and the impact that
it makes?
4. The MEANING APPROACH
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Are you practicing blame?
R
Own Your Experience:
Are you allowing yourself to enjoy the
ride of your leadership experience as it
unfolds?
4. The MEANING APPROACH
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AM I FOCUSING ON MY STRENGTHS?
R
Find Your Core:
What can I do faster, better, more elegantly
and with less trouble than almost anyone
else?
4. The MEANING APPROACH
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What’s the meaning of what I do?
The Key Question:
How can I build my path through meaning
and not through doing?
N
4. The MEANING APPROACH
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THE
MEANINGAPPROACH
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4
OPEN
CONVERSATION
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80/20 LEADERS STRIP AWAY
EVERYTHING THAT IS
IRRELEVANT
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TO THEIR DESTINY
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THEY ABANDON THE
CUSTOMERS THAT ARE NOT CORE
TO THEIR BUSINESS PURPOSE....
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THEY LET GO OF THE MEMBERS
WHO DON’T BELIEVE IN AND
REINFORCE THE CORE....
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AND THEY DROP THE
CAPABILITIES AND ACTIVITIES
THAT ARE NOTHING SPECIAL.
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THIS IS A QUEST TO DEFINE AND
SHARPEN WHATEVER IS BEST,
MOST SINGULAR AND MORE VALUED
BY CORE CUSTOMERS
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- THE PEOPLE WHO MATTER THE MOST!
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What IS IT THAT
Right now?
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truly matters to us
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FOSTER IN YOUR PEOPLE THE
HABIT OF FOCUSING ON WHAT
TRULY MATTERS
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- CREATE THAT CULTURE!
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RECRUIT PEOPLE THAT ARE
MORE TALENTED THAN YOU
WERE WHEN YOU ENTERED
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- RAISE THE BAR!
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INVEST WHATEVER IS
NECESSARY IN MAKING SURE
YOUr NEW PEOPLE ARE AWESOME
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- AND TRUST THEM!
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INVEST WHATEVER IS
NECESSARY IN MAKING SURE YOU
RAISE UP TO THE CHALLENGE
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- AND LEAD THEM!
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IF YOUR CURRENT LEADERS
ARE NOT FOCUSING ON WHAT
TRULY MATTERS, SOLVE IT
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- OR SCREW IT UP!
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THERE IS ONE KEY LEVERAGE
TO MAKE THE EXTRAORDINARY
HAPPEN WITH ORDINARY EFFORTS
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- YOUR ACTIONS!
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YOU HAVE THE INFORMATION
THAT you NEED...
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- NOW THE REST IS IN YOUR HANDS!